Oando Investor Presentation November, 2015 www.oandoplc.com ..the - - PowerPoint PPT Presentation

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Oando Investor Presentation November, 2015 www.oandoplc.com ..the - - PowerPoint PPT Presentation

Oando Plc Oando Investor Presentation November, 2015 www.oandoplc.com ..the energy to inspire Disclaimer geological, geophysical and engineering data. A high degree of certainty may be assigned on the basis of log and/or core analysis if


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SLIDE 1

Oando Plc

Oando Investor Presentation

November, 2015

www.oandoplc.com

..the energy to inspire

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SLIDE 2

Disclaimer

This presentation includes certain forward looking statements with respect to certain development projects, potential collaborative partnerships, results of

  • perations and certain plans and objectives of the Company including, in

particular and without limitation, the statements regarding potential sales revenues from projects, the both current and under development, possible launch dates for new projects, ability to successfully integrate acquisitions or achieve production targets, and any revenue and profit guidance. By their very nature forward looking statements involve risk and uncertainty that could cause actual results and developments to differ materially from those expressed or implied. The significant risks related to the Company’s business which could cause the Company’s actual results and developments to differ materially from those forward looking statements are discussed in the Company’s annual report and other filings. All forward looking statements in this presentation are based on information known to the Company on the date

  • hereof. The Company will not publicly update or revise any forward looking

statements, whether as a result of new information, future events or otherwise,

  • ther than is required by law.

Past performance is no guide to future performance and persons needing advice should consult an independent financial adviser. All estimates of reserves and resources are classified in line with NI 51-101 regulations and Canadian Oil & Gas Evaluation Handbook standards. All estimates are from an Independent Reverses Evaluator Report having an

st

effective date of 31 December 2014. BOEs [or McfGEs, or other applicable units of equivalency] may be misleading, particularly if used in isolation. A BOE conversion ratio of 6 Mcf: 1 bbl [or an McfGE conversion ratio of 1 bbl: 6 Mcf] is based on an energy equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead. The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation. Reserves: Reserves are volumes of hydrocarbons and associated substances estimated to be commercially recoverable from known accumulations from a given date forward by established technology under specified economic conditions and government regulations. Specified economic conditions may be current economic conditions in the case of constant price and un-inflated cost forecasts (as required by many financial regulatory authorities) or they may be reasonably anticipated economic conditions in the case of escalated price and inflated cost forecasts. Possible Reserves: Possible reserves are quantities of recoverable hydrocarbons estimated on the basis of engineering and geological data that are less complete and less conclusive than the data used in estimates of probable reserves. Possible reserves are less certain to be recovered than proved or probable reserves which means for purposes of reserves classification there is a 10% probability that more than these reserves will be recovered, i.e. there is a 90% probability that less than these reserves will be

  • recovered. This category includes those reserves that may be recovered by

an enhanced recovery scheme that is not in operation and where there is reasonable doubt as to its chance of success. Proved Reserves: Proved reserves are those reserves that can be estimated with a high degree of certainty on the basis of an analysis of drilling, geological, geophysical and engineering data. A high degree of certainty generally means, for the purposes of reserve classification, that it is likely that the actual remaining quantities recovered will exceed the estimated proved reserves and there is a 90% confidence that at least these reserves will be produced, i.e. there is only a 10% probability that less than these reserves will be recovered. In general reserves are considered proved only if supported by actual production or formation testing. In certain instances proved reserves may be assigned on the basis of log and/or core analysis if analogous reservoirs are known to be economically productive. Proved reserves are also assigned for enhanced recovery processes which have been demonstrated to be economically and technically successful in the reservoir either by pilot testing or by analogy to installed projects in analogous reservoirs. Probable Reserves: Probable reserves are quantities of recoverable hydrocarbons estimated on the basis of engineering and geological data that are similar to those used for proved reserves but that lack, for various reasons, the certainty required to classify the reserves are proved. Probable reserves are less certain to be recovered than proved reserves; which means, for purposes of reserves classification, that there is 50% probability that more than the Proved plus Probable Additional reserves will actually be recovered. These include reserves that would be recoverable if a more efficient recovery mechanism develops than was assumed in estimating proved reserves; reserves that depend on successful work-over or mechanical changes for recovery; reserves that require infill drilling and reserves from an enhanced recovery process which has yet to be established and pilot tested but appears to have favorable conditions

This presentation does not constitute an invitation to underwrite, subscribe for, or

  • therwise acquire or dispose of any Oando

Plc (the “Company”) shares or other securities.

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SLIDE 3

Executive Summary

01

Upstream Operations

Oando Energy Resources (OER) Oando Energy Services (OES)

Midstream Operations

Oando Gas & Power (OGP)

Downstream Operations

Oando Terminals (OT) Oando Supply & Trading (OST) Oando Marketing (OMP)

Corporate Social Responsibility (CSR)

08 27 32 46

Contents

Oando Foundation

53

Appendix

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SLIDE 4

Executive Summary

..the energy to inspire

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SLIDE 5

Information dated 9th November 2015 Reflects 25% equity stake in Downstream post-divestment based on implied equity valuation (100%) of $241m per proposed SPA adj Enterprise Value excludes value of interest in HQ building and other real estate assets Adjusted net debt estimate as at September 25, 2015 (Total debt less convertible loan notes, adjusted for cash)

TSX

Subsidiary

Oando Energy Resources Listing Primary Listing Secondary Listing NSE JSE

PARENT LISTING

2.21

2014 Revenue

2.06

Enterprise Value

533 M

Market Capitalisation

~ $

UPSTREAM LISTING FINANCIAL OVERVIEW

BN ~$ BN ~$

Oando Overview

PUBLIC LISTING 2

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SLIDE 6

History of Oando (1956 - 2015)

3

The company commenced business in 1956 with

  • perations as a petroleum marketing company in

Nigeria under the name "ESSO West Africa Incorporated", a subsidiary of Exxon Corporation

  • f the USA

The Federal Government of Nigeria (FGN) bought Esso's interest in 1976 and thus became sole

  • wners of the company. The company was then re-

branded "Unipetrol Nigeria Limited" Unipetrol became a Public Limited Company in 1991 and 60% of the company's shareholding was sold to the Nigerian Public under the first phase of the privatization exercise In February 1992, the company was quoted on the Nigerian Stock Exchange (NSE)

2000

Unipetrol acquired 40% in the equity of Gaslink Nigeria Limited to utilize its exclusive Gas Sale and Purchase Agreement with Nigeria Gas Company, and later increased the stake to 51% in 2001 Ocean & Oil holdings acquired 30% controlling stake in Unipetrol through the purchase of the FGN’s stake in the company The company later increased its controlling stake to 42% in 2001 The company bid for and acquired 60% in the equity of Agip Nigeria Plc from Agip Petroli International

2003

Unipetrol Nigeria Plc merged with Agip Nigeria Plc and was rebranded "Oando" Oando Marketing emerged as a Downstream Group with the largest footprint in Nigeria

2002 2004 2005

Oando became the first African company to achieve a cross-border inward listing on the JSE Oando Energy Services (OES) was incorporated Oando Trading Limited and Oando Supply & Trading Limited was incorporated Oando Gas & Power (OGP) emerged as a result of Gaslink’s gas distribution franchise and Oando’s customer base

2007

Gaslink lays 100km gas distribution pipeline in Lagos OES acquires 2 drilling rigs

2008

Oando emerged Nigeria's first indegenous oil company with interest in producing deepwater assets by the acquisition of 15% equity in OMLs 125 & 134 OES acquired an additional drilling rig

2009

2 swamp rigs acquired; bringing the total rig count to 5 Gaslink phase 3 gas pipeline completed OGP launched it’s first Independent Power Plant, Akute IPP, a 12.15MW power plant for Lagos Water Corporation The company successfully completed a $140 million rights issue which was 128%

  • versubscribed

2010 2011

Central Horizon Gas Company (CHGC) is awarded mandate for River state gas distribution Completed construction and commissioned of the 128KM Eastern Horizon Gas Company (EHGC) Pipeline FGN awards Oando/Agip consortium $3Bn Central Processing Facility

2013

The company completes the reverse takeover of Exile Resources to subsequently become Oando Energy Resources (OER), listed on the Toronto Stock Exchange (TSX) 40% farm-in to Qua Ibo (OML 13)

2012 2014

Commissioned 10.4 MW Alausa IPP to provide electricity to the Lagos state Government $341 million successful Rights Issue, 101% subscribed $200 million Private Placement to a consortium of private investors Oando acquires Conoco Phillips Nigerian business for $1.5 billion $250 million sale of EHGC OER successfully completes $50 million private placement

Alausa P wer

L i m i t e d

ch c

Central Horizon Gas Company

A

GASLINK

2015

Oando reaches agreement to divest 60%

  • f downstream business

to Helios-Vitol consortium for $461 million $250 million successful Rights Issue, Ocean and Oil Services limited was founded in 1994 to supply and trade petroleum products within Nigeria and worldwide

1956-1994

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SLIDE 7

Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin 1,347 (38%) 175 13.0% (246) (18.2%) 2,561 (13%) 271 10.6% (1,106) (43.2%) 2,944 (30%) 306 10.4% 9 0.3% 4,190 15% 237 5.7% 69 1.7%

9M Sept 2015*

2014 2013 2012 $’ Million Fixed Assets Cash & Bank Short Term Debt Long Term Debt Net Debt Total Equity 1,688 255 1,683 878 2,412 246 1,101 178 1,182 463 1,466 1,046 839 86 1,376 484 1,026 679 2014 2013 2012 $’ Million

Profit & Loss Statement Balance Sheet Statement

1

2,888 99 1,092 780 1,772 279

5% 6% 7% 64% 85% 3% 36% E&P OES OGP ODS

2014 Revenue Contribution 2014 EBITDA Contribution 2014 Net Profit Contribution

* 9 Months September, 2015 Unaudited Results 1 Includes $1,007M in impairments 2 Reflects positive contribution from entities 3 ODS - Oando Downstream

Financial Highlights

3

4

9M Sept 2015*

2 2

90% 4%

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SLIDE 8

All Reserves & Resources estimates are classified in line with NI 51-101 regulations and Canadian Oil & Gas Evaluation Handbook standards. All estimates are from an Independent Reserves Evaluator Report dated 31st December 2014

Business Overview

4

Swamp Rigs

>40% Market Share

ENERGY SERVICES EXPLORATION & PRODUCTION

542

mmboe

2P Reserves + 2C Resources

125

Km

Pipeline Network GAS & POWER

55

kboepd

~

9M September 2015 Average Net Production

22.55 MW

Power Generation Capacity TERMINALS SUPPLY & TRADING MARKETING

400

Retail outlets

  • perations in Nigeria,

Ghana, Benin, Togo

>

15

%

  • f Nigeria’s Fuel

Requirement is Supplied by Oando

C

45,000

Dead Weight Tonnage Cargo Capacity, Apapa Jetty & Subsea Pipeline

MT

5

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SLIDE 9

·First private sector company to enter gas distribution in Nigeria ·Large distribution footprint with access to over 1,500 trucks and 150m litres storage capacity ·15% market share in Nigeria ·Largest indigenous producer in Nigeria ·OER Listed on the Toronto Stoch Exchange (TSX) ·93.8% ownership of OER ·Largest swamp drilling fleet in Nigeria servicing IOCs ·Producing assets: OMLs 60-63, OML 125, OML 56 & OML 13. ·Development & appraisal: OML 90, OML 122, OML 131, OML 134, and OML 145, · Exploration: OPL 321, OPL 323, OPL 278, OPL 282, OPL 236, EEZ 5 and EEZ 12 ·4 swamp rigs (2 in contract, 2 awaiting commencement of operation) ·Drill bits and engineering services ·Total fluids management ·2 Gas Pipeline franchises:

  • GNL: 120km Lagos(110 mmscf/d Capacity)
  • CHGC: 5km East

· 400+ retail outlets; in Nigeria, Ghana & Togo ·7 terminals (110ML) ·3 Aviation fuel depots ·3 lube blending plants (130m litres/annum) ·10 LPG filling plants

Asset Overview

Description Assets

DOWNSTREAM MIDSTREAM UPSTREAM

Exploration & Production

Energy Services Gas & Power Marketing

·40% Market Share

Terminals

· Current Project

  • Apapa Midstream Jetty: 45,000 MT

Dead Weight Tonnage Cargo Capacity ·Projects in development

  • Apapa Terminal upgrade
  • Badagry Terminal: New petroleum terminal of 210,000 MT

storage capacity ·2 Independent Power Plant (IPP)

  • Akute IPP 12.15 MW
  • Alausa IPP 10.40 MW

·Largest indigenous supply and trading player in the Sub-Saharan region ·Trading desks and operations in Nigeria, Bermuda, South Africa, East Africa & Dubai ·Trading consultants in the United Kingdom & Singapore

Supply & Trading

·15% market share in PMS importation ·Compressed Natural Gas: 5mmscf/day capacity ·Central Processing Facility: 150kscm/day capacity

6

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SLIDE 10

7

Strategic Highlights

Exploration & Production Energy Services Marketing Gas & Power

Current: 2015 Midterm: 2017 Long T erm: 2019

DOWNSTREAM MIDSTREAM UPSTREAM

Production of ~55kboepd (9M Sept 2015 Average) 2P Reserves of 420mmboe Maintain production on OMLs 60 - 63 (Production Optimisation) Maintain production levels on Abo field (OML 125) through drilling and completion as well as FPSO life extension Maintain production levels from Ebendo (OML 56) through facility & pipeline enhancements Complete facility enhancements to maintain production on Qua Ibo (OML13)

Terminals › › › › › ›

Actively engage swamp rig fleet active Expand product offering in drilling & completion business Execute a substantive MOU with an established international drilling company and jointly deploy additional drilling rigs

› › ›

Achieve mandates for the development of embedded power generation for Distribution Companies Complete construction of Greater Lagos Pipeline (GL4) and Port Harcourt Pipeline Expansion projects Grow aggregate gas pipeline utilization to average 75mmscf/d Finalize feasibility for the ELPS-Ibadan-Ilorin-Jebba (EIIJ) gas transmission pipeline Invest in acquisition of NIPP/Grid connected power utilities

› › › › › ›

Completion of construction & commencement of operations of the Apapa Jetty and subsea pipelines in the Lagos Port Commission 3rd party commercial & technical feasibility for the Eastern 4KT LPG Tank farm construction Commencement of first phase for the Apapa Terminal upgrade

› › ›

Focus on increasing market share in existing markets and achieving economies of scale

Conclude on process of Group’’s partial divestment Maintain a minimum (25%) current white products market share of MOMAN Position for a partial/fully deregulated gasoline market Maintain LPG leadership strategy amongst MOMAN whilst growing national share from 17% to 20%

› › › ›

Production Target: > 80kboepd Reserves Replacement Ratio Target of 1:1 Organic Growth: Accelerated development programme on OMLs 60 - 63 Inorganic Growth: Take advantage of indigenous status by participating in FGN bid rounds and IOC divestment programmes

› › › ›

Deploy first offshore rig through JV company Enter into additional partnerships and jointly deploy drilling rigs Grow Drilling & Completion business market share Divestment of up to 51% or potential listing

› › ›

Complete development and commence operation of 150MW embedded/grid power generation Complete development and commence operation of at least 20mmscfd Mini LNG business Grow aggregate gas pipeline utilization portfolio to an average of 100mmscf/day Commence phased development of EIIJ gas pipeline Commence execution of at least 300mmscfd Gas Processing Facility

› › › › ›

Commencement of commercial & technical feasibility for 360kt ONNE Energy Quadrant Completion of 2nd phase and commencement of 3rd phase for the Apapa Terminal Upgrade Commencement of FEED on Badagry Terminal facility

› › ›

Diversifying markets, increasing West-African presence

Business expansion and increased efficiencies Expand white market share of the Majors to 30% non-fuel revenue Grow

› › ›

Production Target: >100kboepd 2P Reserves Target: >500mmboe

› ›

Enter into partnerships and jointly deploy deep-water drilling rigs Divestment of an additional 25%

› ›

Complete development & commence

  • peration of 80MW embedded/grid

power generation Grow aggregate gas pipeline utilization/ contracts to an average of 200mmscf/day Commence phased development of gas distribution system in Tema industrial area (Ghana)

› › ›

Commence JV partnerships in operational areas Complete Apapa Terminal 1 upgrade Construction of 360kt ONNE Energy Quadrant Construction of Badagry Terminal facility

› › ›

Expansion into other African markets

Explore further divestment (Group)

› › › Supply & Trading

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SLIDE 11

Upstream Operations

..the energy to inspire

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SLIDE 12

Exploration & Production

9

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SLIDE 13

Abo FPSO

Oando Energy Resources (TSX:OER) - Overview

Drilling Rig at Ebendo

Average daily production rates above are reported as at 9 months September 2015. Figures in US$ unless otherwise stated All Reserves & Resources estimates are classified in line with NI 51-101 regulations and Canadian Oil & Gas Evaluation Handbook standards. All estimates are from an Independent Reserves Evaluator Report dated 31st December 2014

1

10

  • wned by PLC

7

Producing Assets

OMLs 60-63, Abo, Ebendo & Qua Iboe 55,154 boepd

9M September 2015 Average Net Production

420.3

MMboe

2P Reserves

121.9

2C Resources

MMboe

TSX Listing

93.8

%

Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin Production (mboe) 355 44% 133 38% (63) (18%) 15,057

$Million

YTD Sept2015

127 (6%) 89 70% (38) (30%) 1,460

2013

135 (15%) 91 68% 16 12% 1,483

2012

1

421 231% 199 47% (320) (49%) 9,105

2014

OML 63

9M SEPT 2015

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SLIDE 14

Oando Exploration & Production - Overview

All Reserves & Resources estimates are classified in line with NI 51-101 regulations and Canadian Oil & Gas Evaluation Handbook standards All estimates are from an Independent Reserves Valuation Report dated 31st December 2014

11

Vision: To be the Leading Indigenous E&P Player/Company on the African Continent The combined Group of Oando Energy Resources (OER) & Oando Exploration and Production (OEPL) is the exploration and production subsidiary of Oando Plc, which has built a portfolio of

  • il and gas assets in Nigeria and the Gulf of Guinea.

Key Objectives: Mid-Term (2017)

boepd

80,000

Long Term (2019)

boepd

100,000

Long-Term Reserves

500

2P of mmboe by 2019 > >

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SLIDE 15

OER & OEPL Asset Overview

12

OML 60 OML 61 OML 62 OML 63 OML 125 OML 56 OML 13* 20% 20% 20% 20% 15% 42.75% 40% AGIP AGIP AGIP AGIP ENI Energia Network E&P Asset W.I. Operator OML 134 OML 90* OML 131 OML 122* OML 145 15% 40% 100% 5% Oil, 12% Gas 20% ENI Sogenal OER Peak ExxonMobil Asset W.I. Operator EEZ 5 EEZ 12 OPL 321& 323 OPL 236 OPL 278 OPL 282 100% N/A 30% 95.0% 60% 4% OER TBD KNOC OEPL OEPL Alliance Oil Asset W.I. Operator

OML 125 NIGERIA OPL 321 & 323 OML 134 OML 122 - Bilabri Field OML 90 - Akepo Field OML 56 - Ebendo Field CAMEROON EQUATORIAL GUINEA EEZ Block 5 SAO TOME & PRINCIPE Production Phase Development Phase Exploration Phase SAO TOME & PRINCIPE - NIGERIA JOINT DEVELOPMENT ZONE GABON EEZ Block 12 OML 145 OML 131 OML 62 OML 60 OML 61 OML 63 OML 13 - Qua Ibo Field

*OER is Technical Partner

OPL 236 OPL 282 OPL 278

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SLIDE 16

2015 Capex Plan

13

Upper Completion of Abo 12, FPSO life extension and gathering system construction projects

OML 125

138.7M

Total CAPEX 2015

$

67.1M

$ Development drilling, completions & recompilations and environmental & safety projects

OML 56

59.7

Facility & pipeline

  • verhauls and

enhancements

OMLs 60-63

7.7

$ M $ M Facility Enhancements

OML 13

0.6

$ M OML 134 EEL

Other Assets

3.7

$ M

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SLIDE 17

Power Plant Oil & NGL Terminal Flowstation Oil Pipeline Gas Pipeline

Key

Shallow Offshore Platform Oil & Gas Field Oil & Gas Field Lead Single Well Discovery

Type of Contract Royalty Annual Capital Allowance PPT/CITA VAT NDDC Levy Education Tax Oil Gas Joint Venture 20% Years 1-4; 20% Years 5+; 19% 85% PPT 5% 3% 2% 2014 20% 401.2 MMboe 38.9MMboe 170 NAOC

Overview

Acquired Working Interest Net 2P Reserves Net 2C Resources Producing Wells Operator

Producing Assets: OMLs 60-63 (NAOC JV)

14

Fiscal System

Joint Venture 7% Capital Expenditures may be deducted against PPT 30% CITA (Pioneer Status) 5% 3% 2%

*OML 62 is currently shut in and not producing as at Q3 2015

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SLIDE 18

Producing Assets: Ebendo Field (OML 56)

15

Overview

Acquired Working Interest Net 2P Reserves Producing Wells Operator 2006 45% 7.9 MMboe 5 (4 Producing & 1 Shut in) Energia

Fiscal System

Type of Contract Royalty Overiding Royal Cost Oil Allocation Ceiling Tax Oil Profit Oil/Cash Flow Allocation Marginal Field 2.5%-18.5% based on production 2.5%-7.5% based on production NA 55% Varies from 80%-40% based on cumulative

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SLIDE 19

Producing Assets: OML 125 (Abo Field)

16

Overview

Acquired Working Interest Net 2P Reserves Producing Wells Operator Fiscal System 2008 15% 7.6 MMboe 7 (5 Producing & 2 Shut in) NAE (Agip) 1993 PSC

Fiscal System

Type of Contract Royalty Cost Oil Allocation Ceiling Petroleum Tax Profit Oil/Cash Flow Allocation PSC 8% NA 50% Varies from 80%-40% based on cumulative

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SLIDE 20

Producing Assets: Qua Ibo Field (OML 13)

17

Overview

Acquired Working Interest Net 2P Reserves Producing Wells 2012 40% 3.5 MMboe 2 OER/ORPSL

Fiscal System

Type of Contract Royalty Overiding Royal Tax Oil Profit Oil/Cash Flow Allocation Marginal Field 2.5%-18.5% based on production 2.5%-7.5% based on production 55% (Pioneer Status) 100% Technical Services Agreement

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SLIDE 21

18

OML 131 - Overview

Acquired Working Interest Operator 2014 100% Oando

NIGERIA CAMEROON EQUATORIAL GUINEA SAO TOME & PRINCIPE - NIGERIA JOINT DEVELOPMENT ZONE

OML 134 - Overview

Acquired Working Interest Operator 2008 15% NAE (Agip)

EEZ 5

Type of Contract Royalty Oil Tax Oil PSC 8% 50% Varies from 40%-80% based on cumulative production Type of Contract Royalty Oil Tax Oil Profit Oil/Cash Flow Allocation PSC 8% 50% Varies from 40%-80% based on a formula set

  • ut in the PSC

Fiscal System

OER Portolio - Assets Under Development

Fiscal System OML 122 (Bilabiri/Owanare) - Overview

Acquired Working Interest Operator 2009 Oil 5%, Gas 12% Peak Type of Contract Royalty Oil Tax Oil Tax Royalty/CITA 10% 60% 100%

Fiscal System OML 90 (Akepo) - Overview

Acquired Working Interest Operator Technical Service Agreement 2009 40% Sogenal OER

EEZ 5

Type of Contract Royalty Oil Overriding Royalty Tax Oil Profit Oil/Cash Flow Allocation Marginal Field 2.5% -18.5% based on production 2.5%-7.5% based on production 55% Varies from 80%-40% based on cumulative

Fiscal System

Profit Oil/Cash Flow Allocation OML 122 - Bilabri Field OML 90 - Akepo Field Profit Oil/Cash Flow Allocation OML 134 OML 131 OML 145

OML 145 - Overview

Acquired Working Interest Operator 2009 20% Exxon Mobil

Fiscal System

Type of Contract Royalty Oil Tax Oil PSC 8% 50% Varies from 35%-70% based on cumulative production Profit Oil/Cash Flow Allocation

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SLIDE 22

*Oando Energy Resources owns 81.5% of Equator Exploration Limited (EEL) EEL Assets: OML122, OPL 321 & 323, EEZ 5 & 12

19

OML 321/323 - Overview

Acquired Working Interest Operator 2009 30% Knoc

NIGERIA

OPL 321 & 323

CAMEROON EQUATORIAL GUINEA

EEZ Block 5

SAO TOME & PRINCIPE SAO TOME & PRINCIPE - NIGERIA JOINT DEVELOPMENT ZONE GABON

EEZ Block 12

EEZ 5 - Overview Acquired Working Interest Operator 2009 100% Equator EEZ 12 - Overview

Acquired Working Interest 2009 PSC Negotiation (ongoing)

Type of Contract Royalty Oil Costing Oil Allocation Ceiling Tax Oil PSC 2% 80% 30%

Varies from 70%-25% based on a formula set

  • ut in the PSC

Type of Contract Royalty Oil Tax Oil Profit Oil/Cash Flow Allocation

PSC 8%

50% Varies from 70%-25% based on a formula set

  • ut in the PSC

Fiscal System

OER Portolio - Exploration Assets*

OPL 278 - Overview

Acquired Working Interest Operator 2006 60% OEPL Type of Contract Royalty Oil Tax Oil PSC 20% 65.7%

Varies from 80%-40% based on cumulative Fiscal System OML 236 - Overview

Acquired Working Interest Operator Type of Contract Royalty Oil Tax Oil Profit Oil/Cash Flow Allocation PSC 20% 65.75% Varies from 80%-40% based on cumulative

Fiscal System Profit Oil/Cash Flow Allocation Profit Oil/Cash Flow Allocation

OPL 236 OPL 282 OPL 278

2007 95% OEPL

OPL 282 - Overview

Acquired Working Interest Operator 2006 4% OEPL Type of Contract Royalty Oil Tax Oil PSC 20% 65.7%

Varies from 80%-40% based on cumulative Fiscal System Profit Oil/Cash Flow Allocation

Fiscal System

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SLIDE 23

20

Strategy

500

/

mmboe

TO BE THE LEADING INDIGENOUS E&P PLAYER ON THE AFRICAN CONTINENT

100

kboepd

MIDCAP COMPANY: MARKET CAPITALISATION > $2BN

2015 Current

Production of ~55 kboepd (9M Sept 2015 Average) 2P Reserves of 420mmboe Maintain production on OMLs 60 - 63 (Production

  • ptimisation)

Maintain production levels on Abo field (OML 125) through drilling and completion as well as FPSO life extension Maintain production levels from Ebendo (OML 56) through facility & pipeline enhancements Complete facility enhancements to maintain production on Qua Iboe (OML13)

2017 Mid-Term

Production Target: > 80kboepd Reserves Replacement Ratio Target of 1:1 Organic Growth: Accelerated development on OMLs 60 - 63 Inorganic Growth: Take advantage of indigenous status by participating in FGN bid rounds and IOC divestment programmes

2019 Long-Term

Production Target: >100kboepd 2P Reserves Target: >500mmboe

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SLIDE 24

Energy Services

21

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SLIDE 25

Energy Services - Overview

4

Largest Swamp Drilling Fleet in West Africa

Swamp Rigs

Contract to IOCs

2

SPDC & CHEVRON

40 %

Market Share

>

OES Teamwork OES Integrity Rig Workers

22

30,000

Maximum Drilling Depth

FT

30

Maximum Water Depth

FT Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin

$Million 2014 2013 2012

29 (67%) (35) (123%) (26) (218%) 93 (33%) (28) (31%) (298) (320%) 140 6% 59 42% (7) (5%) 132 43% 28 21% 1 1%

9M SEPT 2015

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SLIDE 26

23

Rig Type Date of Purchase Operating Pressure Rating Horse Power Drilling Depth Day Rate Swamp / Barge 2007 10,000 psi 3,000 25,000 ft Low $80,000s Swamp / Barge 2007 15,000 psi 3,000 30,000 ft Similar rates expected Swamp / Barge 2009 10,000 psi 3,000 25,000 ft Low $90,000s

Asset Overview

Swamp / Barge 2007 10,000 psi 3,000 25,000 ft Similar rates expected

Respect Teamwork Integrity Passion

Available for immediate contracting Under contract with Chevron Available for immediate contracting Under contract with SPDC 2016 Contracted 2016 Contracted Cantilever Rig - Normal Drilling High Pressure, High Temperature Wells Expected Timing Status Application Normal Drilling Normal Drilling

slide-27
SLIDE 27

24

Operating Rate with Drill Pipe (US$) Term of Contract Early Termination Provision (US$) Low $90,000s for extension period

Passion

  • 2 years with optional 1 year extension
  • Shell Petroleum Development Company

(SPDC) suspended the contract after the initial 2 year term. The contract was re- activated in June 2015 for an additional six month term which ends in December

  • 2015. There is a possibility of SPDC

extending for an additional 6 months. Not applicable during the extension period

  • Summary of Rig Contracts

2 years with optional 1 year extension

  • Not applicable

Low $80,000s for initial term Chevron Nigeria Limited (CNL) contracted the rig in October 2015 for its swamp drilling campaign. The CNL contract is for 2 firm years with a possibility of extending for an additional year.

Respect

slide-28
SLIDE 28

25

Other Businesses

Drilling Fluids

Mud Engineering and Production Chemicals for major IOCs Alliance with Baker Hughes 9% market share in a $280M per annum market Leased mud plant, expected to come

  • nline in 2015

> > > >

Specialises in providing customised drill bit solutions to upstream IOCs, operating in Nigeria Alliance with Halliburton Drill Bits 27% market share in a $15M per annum market Next phase, Drilling and Completion Systems

Drilling Bits > > > >

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SLIDE 29

26

Strategy

2015 Current 2017 Mid-Term 2019 Long-Term

Strategic Rig Fleet

Drilling rig fleet to support land and swamp production ramp up

Keep Swamp rig fleet active. Expand product offering in Drilling & Completions Services business Execute a substantive MOU with an established international drilling company to jointly deploy additional drilling rigs Deploy first offshore rig through JV company Enter into more partnerships and jointly deploy additional drilling rigs Increase Drilling & Completions bits business market share Divestment of up to 51% or potential listing Enter into partnerships and jointly deploy deep-water drilling rigs Divestment of an additional 25%

slide-30
SLIDE 30

Midstream Operations

..the energy to inspire

slide-31
SLIDE 31

Gas & Power

28

slide-32
SLIDE 32

29

125

Pipeline Network Networks in Lagos & South East

CNG Station Construction Akute Power

km

2

(22.55MW of capacity)

150,000

Awarded contract to build Central Processing Facility

Gas & Power Overview

Independent Power Plants (IPP) IPPs scm capacity

Gas Link

5

mmscf/d

Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin 1271 (7%) 27 21% 19 15%

$Million

180 13% 29 16% 22 12%

2014

160 (53%) 60 37% 11 7%

2013

343 191% 97 28% 76 22%

2012 9M SEPT 2015

1 1 Actual positive naira revenue growth, negated by the devaluation of the currency

CNG (Compressed Natural Gas)

slide-33
SLIDE 33

30

Asset Overview

A

Alausa P wer

L i m i t e d

ch c

Central Horizon Gas Company

GNS

Lagos State 120 Km >140 industrial customers 2000 Exclusive franchise for gas distribution in greater Lagos End User Gas price currently at $7.34/mscf, with annual inflation indexation. Gaslink earns Operations & Maintenance tariff and Capital Recovery tariff Customers subject to 90% take or pay gass offtake $150 MM Lagos State 12.15 MW Lagos Water Corporation 2010 10-year PPA, with successive renewal option Capacity charge is based on 17% ROA in US $ Pass-through of fuel and Operations & Maintenance cost $26 MM Lagos State 10.4 MW Lagos State Government Secretariat & Adjoining Facilities 2013 10-year PPA Capacity charge is based

  • n 22% ROA

Pass-through of fuel and Operations & Maintenance cost $22 MM Port Harcourt, Rivers State 5 Km (additional 8.5 Km currently being developed) Over 10 industrial customers 2011 30-year exclusive franchise End User Gas price currently at $7.34/mscf, with annual inflation indexation 35% Operations & Maintenance earnings Shell takes 65% for gas supply and existing infrastructure development $10 MM Lagos State 7500 scm/hr plant Industrial customers

  • utside of the gas pipeline

grid 2011 Retail & B2B End User Compressed Natural Gas Price comprises of:

  • Input Gas Price
  • Compression Charge
  • Transportation Charge
  • Storage Charge

$15 MM Location Pipeline / Plant Client Operations Contract Structure Contract Economics Capital Expenditure Incurred

Gaslink Nigeria Ltd Akute Power Plant Alausa Power Plant Central Horion Gas Company Gas Network Services

slide-34
SLIDE 34

31

Strategy

2015 Current 2017 Mid-Term 2019 Long-Term

600

+

km Pipeline Network

Infrastructure to support growing gas requirements (Commercial, Industrial and Domestic)

Achieve mandates for the development of embedded power generation for Distribution companies Complete construction of Greater Lagos Pipeline (GL4) and Port Harcourt Pipeline Expansion projects Grow aggregate gas pipeline utilization to average 75mmscf/d Finalize feasibility for the ELPS-Ibadan-Ilorin- Jebba (EIIJ) gas transmission pipeline Invest in acquisition of NIPP/Grid connected power utilities Complete development and commence

  • peration of 150MW embedded/grid power

generation. Complete development and commence

  • peration of at least 20mmscfd Mini LNG

business. Grow aggregate gas pipeline utilization portfolio to average 100mmscf/day. Commence phased development of EIIJ gas transmission pipeline Commence execution of at least 300mmscfd Gas Processing Facility Complete development and commence

  • peration of 80MW embedded/grid power

generation. Grow aggregate gas pipeline utilization/contracts to average 200mmscf/day Commence phased development of gas distribution system in Tema industrial area (Ghana).

slide-35
SLIDE 35

Downstream Operations

..the energy to inspire

slide-36
SLIDE 36

Terminals

33

slide-37
SLIDE 37

34

Future Strategy - Main Capital Projects

New marina jetty and 1-Km subsea pipeline / at the Lagos Apapa port (Phase II: SPM system & 15km subsea pipeline from Atlantic) Savings on shipping costs and demurrage: Being able to berth larger vessels (30-45,000 tonne cargo capacity) Avoiding constant delays caused by infrastructure constraints in the Lagos area Increase utilisation of existing storage

Project Description Rationale

APAPA SPM JETTY

2015 Current 2017 Mid-Term 2019 Long-Term

45,000 MT Midstream Jetty

Berthing of larger import volumes & improved efficiency

Complete ASPM Onshore & Offshore pipelines Commence tie ins with major marketers Effect necessary repairs on LOJ Secure outstanding approvals Commence operations Secure contract with more marketers and increase profitability Complete tie-ins with major marketers Complete Phase II:SPM and 15km subsea pipeline from Atlantic ocean.

slide-38
SLIDE 38

Future Strategy - Main Capital Projects

Upgrade in facilities to optimize storage capacity within the bounds of available space in the Terminal but in-line with International best practices and design requirement APAPA TERMINAL UPGRADE Maximization of vessel receipts for marketers via the ASPM Increase in Terminal storage capacity by 230% from 29 million litres to 98million litres Cost Savings of current 3rd party fees being spent on product storage due to lack of own capacity. Terminate lease agreement with 3rd Parties as all volumes will be received into Apapa Terminal via the SPM facility

Project Description Rationale

2015 Current 2017 Mid-Term 2019 Long-Term

Complete tank 4 construction Commence Reconstruction of Tank 2 Issue PO for Terminal phase 1 upgrade works Commence Phase I execution works Complete Reconstruction of tank 2 Complete execution of phase I upgrade works. Issue PO for phase II execution works Complete phase III execution works Commence phase IV execution works

35

68,000

Terminal facility upgrade

MT

slide-39
SLIDE 39

36

Future Strategy - Main Capital Projects

Development of a new Petroleum product storage terminal of 210,000 MT storage capacity Address infrastructure/congestion challenge in Apapa axis Natural deep-water draft for berthing larger cargo at reduced cost Superior hinterland connectivity for ease of product distribution Construct a state of the art facility that would change Terminaling business in Nigeria

Project Description Rationale

BADAGRY TERMINAL

2015 Current 2017 Mid-Term 2019 Long-Term

Commence & complete FEED, Concept study, EIA, BFD, PEP on Badagry Terminal Secure all necessary Regulatory approvals Commence phase I development Compete phase I development Commence operations in phase I

210,000 MT Terminal Facility

Larger import volumes & efficient and reduced handling charges

slide-40
SLIDE 40

Supply & Trading

37

slide-41
SLIDE 41

38

Supply & Trading - Overview

Refined products imported from 2008 to 2014

4.2

BN Litres >

Nigeria’s fuel requirement supplied

15 %

c

2

~ $

2014 Revenues Access to physical storage in major markets

160

Million Litres BN

Vessels with Refined Products

Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin 615 (51%) 19 3% 14 2%

$Million

1,614 50% 26.9 2% 25 2% 1,079 (72%) 28 3% 23 2% 3,801 (4%) 13 0.3% 4 0.1%

2014 2013 2012 9M SEPT 2015

slide-42
SLIDE 42

39

Oando Supply & Trading at a Glance

Oando Supply & Trading is the largest indigenous importer of petroleum products in the Sub- Saharan region, supplying and trading crude oil and refined petroleum products Trading of regulated products (PMS) under the Petroleum Subsidy Fund (PSF) regime in Nigeria Deregulated products under supply contracts (especially AGO) and on a spot basis Division consists of Oando Supply & Trading and Oando Trading Limited, with international trading desks Supplies petroleum products into Ports in Nigeria and WAF

T +x Start of Pricing Window T + x + 5 End of Pricing Window D Product Delivery D + 30 Sale to Marketer D + 90 Collection of Subsidies D + 45 Collection of Trade Receivables D + 5 Payment to Supplier

COMMODITY PRICING

Full hedge policy

T Trade Decision

FINANCING

Letters of Credit (USD denominated) Receivables-Backed Financing (NGN denominated) Financing fully secured at time of trade decision

T ypical T ransaction Tim eline

} } } }

}

Track Record:

slide-43
SLIDE 43

Indigenous & Domestic Competition

40

Competitive Positioning

Oando has entered into strategic partnership with Vitol which will increase and accelerate Oando’s investment in the industry as well as provide economies of scale. Global Trading Firms have taken to structuring term supply deals with independent indigenous and Domestic Majors to optimize their sourcing models. The larger firms tend to leverage on their local partner’s infrastructure and logistics while utilizing their sizable balance sheet to obtain cheaper financing for these deals.

Competitor Trends & Strategies Strategic Patner Trading Competition

Our closest competitors are Forte Oil and Sahara:

  • Forte has supply agreements with Mercuria to meet

some of their total white products (TWP) demand. They have also revamped their downstream assets.

  • Sahara manages its product sourcing in-house from its

trading entity in Geneva.

  • One of the key challenges to Global Trading Firms is

local currency risk and the risk of late payment on subsidies.

slide-44
SLIDE 44

41

Strategy

2015 Current 2017 Mid-Term 2019 Long-Term

Market Share

Leader in product export and import

20

C % +

Focus on increasing market share in existing markets and achieving economies of scale Diversify Markets, increasing West African presence Expansion into other African markets

slide-45
SLIDE 45

Marketing

42

slide-46
SLIDE 46

Marketing - Overview

Retail Outlets

400

>

Market Share in Nigeria (Majors)

25 %

Terminals

7 3

Aviation Fuel Depots

3

Lube Blending Plants

130m litres/ annum capacity

LPG Filling Plants

10

Terminal Retail Outlet Lubricant Plant

110ML Storage Capacity

43

Revenue Revenue Growth EBITDA EBITDA Margin Net Income Net Income Margin 616 (39%) (5) (1%) 15 (2%)

$Million

1,270 (8%) (8.36) (1%) (12) (1%)

2014

1,388 (12.2%) 43 3% 23 2%

2013

1,581 24% 64 4% 35 2%

2012 9M SEPT 2015

slide-47
SLIDE 47

Downstream Environment in Nigeria

44

*Oando PLC FYE 2014 Financials

2014 PSF Payment Trend Gross Margin Contribution* 2014 PPMC & Private Receipts MOMAN Utilized PPPRA PMS Allocations

Target days for SDN collection is 45 days after submission of subsidy claims to PPPRA. Cargoes whose claims were submitted in January were paid for roughly 8 months after the due date. Collection period reflects an average number of days the it took to receive payment for cargoes

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Target collection Period Actual Collection Period

12.00 10.00 8.00 6.00 4.00 2.00

170 515 63 276 182 44 145 56 63 112 93 47 84

23%

204 89 PPMC (MT) Private (MT)

NIPCO Aiteo Total Conoil Mobil Oando MRS Forte Oil

QUANTITY ‘000 MT

1400 1200 1000 800 600 400 200

2011 2012 2013 2014

OANDO MRS TOTAL FORTE CONOIL MONTHS

25% Lubricants (19%) Kerosene (6%) AGO (30%) PMS (32%) Others (13%)

QUANTITY KT

slide-48
SLIDE 48

Strategy

45

2015 Current 2017 Mid-Term 2019 Long-Term

30 %LPG Market Share

C

Operations in Nigeria, Ghana, Benin, Togo and Liberia

Conclude on process of Group’s partial divestment from Downstream Maintain at a minimum (25%) current white products market share of MOMAN Position for a partial/fully deregulated gasoline market Maintain LPG leadership strategy amongst MOMAN whilst growing national share from 17% to 20% Business expansion and increased efficiencies Expand white market share of the Majors to 30% Grow non-fuel revenue Explore further divestment (Group)

(Majors)

slide-49
SLIDE 49

Corporate Social Responsibility

..the energy to inspire

slide-50
SLIDE 50

47

Corporate Social Responsibility

As an integral part of Oando Plc’s responsible business culture, corporate social responsibility has been enshrined as one of our key focus areas. Oando Plc. has continually supported the implementation of projects most relevant to our stakeholders and communities in the areas of

  • peration of our businesses.

The long term thrust of Oando’s CSR is sustainable development. In 2012, Oando Foundation was born to achieve access to universal basic education, capacity building and economic empowerment. Develop strategic partnerships with relevant government ministries, departments, agencies and

  • ther corporations.

Background

slide-51
SLIDE 51

48

Education Intervention

Goals & Objectives

Implement sustainable programmes aimed at increasing access and quality of education in Nigeria. Establish partnerships for collaboration between International & Governmental institutions Strengthen the effectiveness of key partners vested with the mandate of school development Provide Support within and outside the education sphere

Focus

School Infrastructural development Teacher development and training Establishment of ICT/Creative Centers Implementing Early Child Care Development Centers Building capacity of School Based Management Committees for school governance Award of Scholarships to deserving pupils

slide-52
SLIDE 52

Education

49

Before After Before After

Forty Seven (47) schools adopted in Lagos, Cross River, Akwa Ibom, Bauchi, Katsina, Ogun, Sokoto, Taraba, Adamawa, Kaduna, Plateau, Niger, FCT, Enugu, Ebonyi, Edo, Ondo, Bayelsa. 19 schools renovated, with some benefitting from the construction of sanitation and water facilities and fences

Current Initiatives Projects

Archbishop Taylor Memorial School, Lagos.

  • St. Patrick’s Primary School, Udukpani Cross River
slide-53
SLIDE 53

Current Initiatives

Oando Foundation works to invest in young children and create a strong foundation for their lifelong health, education, and productivity. In 2013, the Foundation completed 2 pilot ECCD centres in Archbishop Taylor Primary School, Lagos and St. Patrick’s Primary School, Odukpani Cross River. The Foundation is contributing towards ensuring the full implementation of ICT Curricula in its adopted schools, through the establishment of ICT/Creative Centers. A pilot solar powered ICT Center has been completed in Archbishop Taylor Memorial School, Lagos with state of arts ICT equipment. Since inception, the Foundation has awarded scholarships to the 529 best performing Primary six pupils from our adopted primary schools and plans to award 1,209 scholarships by 2015. The scholarship supports their transition to secondary schools. The foundation has completed the first phase of training for SBMCs in 17 adopted schools across Lagos, Enugu, Kwara, Kaduna, Akwa-Ibom, Edo, FCT, Enugu, Ebonyi, Ondo and Ogun States. The next phase of training is

  • ngoing.

50

1 2 3 4

slide-54
SLIDE 54

51

Community Development Projects

Goals & Objectives

Promote sustainable economic empowerment and poverty alleviation with empowerment programmes such as scholarship to indigent children Supporting charitable and laudable causes Adhoc proposals such as disaster relief

Current Initiatives

128 Scholarships are disbursed annually:

  • Gaslink Back-to-School Scholarships
  • Xplicit Dance Group

Several donations are to laudable causes and charitable concerns:

  • Sponsorship of orphans & the under priviledged

through school.

slide-55
SLIDE 55

52

Community Development Projects

Sponsorships of Orphans School Initiative Gaslink Scholarships

slide-56
SLIDE 56

Appendix I:

Midstream Data

..the energy to inspire

slide-57
SLIDE 57

The Nigerian Gas Master Plan (NGMP)

OGP is participating in the development of strategic CPF and pipeline systems

Develop an integral industry development plan Make gas available in all parts of the country

NGMP

Make gas available at commercial & affordable prices Allow refurbishment & rapid development

  • f the crippled

power sector Eliminate gas flaring Allow for widespread distribution of gas to remote areas & markets Promote gas use investment to replace imported products Ensure supply continuity to meet current & future contracts

Gas Processing Facilities (Western, Eastern & Central Clusters) Gas transmission pipeline systems (OB3, CAP & AKK) Export terminals / facilities Independent gas gathering / distribution pipeline networks Central Cluster CPF – Oando/NAOC/NNPC consortium awarded project ELPS-Ibadan-Ilorin-Jebba (EIIJ) gas pipeline network

Government Planned Infrastructure in the Gas Master Plan

As an Indigenous Player within the Industry, OGP is well positioned to benefit from the NGMP

Oando’s Participation

54

slide-58
SLIDE 58

55

Summary Operating Data – OG&P

Value proposition of gas is clear and OGP has progressively recruited quality clients to take the gas advantage

Gaslink EHGC CHGC

62 87 100 106 240 241 242 125 2007 2008 2009 2010 2011 2012 2013 2014 73 81 103 110 128 137 154 173 2007 2008 2009 2010 2011 2012 2013 2014

50 100 150 200

Available Capacity

Decline due to EHGC Divestment

Gas Transmission Lines / Distribution Network (Km) Number of Customers Cunter-Party Quality Gas Capacity Sales Volumes/Capacity Utilization

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

slide-59
SLIDE 59

Appendix II:

Downstream Data

..the energy to inspire

slide-60
SLIDE 60

Summary Operating Data - Scale and Volumes

Number of Stations

296 280 271

2011 2012 2013

Dealer Owned Company Owned

(Million Metric Tons)

262

2014

347 264 270 159 643 544 541 421

Station Rationalization

Nigerian Retail PMS AGO HHK Lubricants LPG (MT) Nigerian Wholesale PMS AGO HHK ATK LPFO Lubricants Bitumen (MT) LPG (MT) Other West African Markets PMS AGO HHK Lubricants LPFO LPG (MT) 969,513 54,935 6,168 6,998 3,114 241,157 241,182 105,091 145,939 801 8,536 1,224 35,326 10,516 9,439 16 52

  • 1,251,908

118,880 85,218 10,446 11,814 51,848 183,556 37,116 124,370 14,004 6,020 8,759 9,53 4,975 7,841 216 295

  • 1,579,886

101,510 58,968 9,990 9,395 67,056 186,698 6,239 95,776 34,488 7,152 18,047 4,106 30,743 46,354 8,475 755 737 2,402 1,468,586 79,709 53,075 12,332 2,704 63,546 207,956 5,502 88,032 16,945 8,382 19,436 1,734 15,180 25,626 9,157 461 149 1,510

2014 2013 2012 2011

(‘000 litres, except otherwise indicated)

Volume Summary Volume Summary

57

slide-61
SLIDE 61

Industry Overview:

Regulatory Landscape How the Subsidy Works

C + F NGN PORT Other Charges (N) Landing Costs (N) Margins (N) Expected Price (N)

PMS

  • 1. Product Cost
  • 2. Freight
  • 3. Lightering Expenses
  • 4. Nigeria Port Authority Charge
  • 5. Financing
  • 6. Jetty Depot through-put
  • 7. Storage Charge
  • 8. Landing Cost
  • 9. Distribution Margins
  • 10. Taxes
  • 11. Retail Prices

NWE monthly moving average as quoted on Platts Oil gram Average clean tanker freight rate (World Scale 100) as quoted on Platts (from NWE to West Africa), plus trader's margin of $10/MT Cost incurred on the transhipment of imported petroleum products from the mother vessel into daughter vessel and to allow for the

  • nward movement of the vessel into the jetty. Includes:
  • Receipt losses of 0.3%
  • Mother vessels expenses (10 days demurrage at $28,000/day)
  • Shuttle vessel's chartering to Lagos (N2.00/litre) and Port

Hartcourt (N2.50/litre) Harbour handling charge charged by the NPA for use of port facilities (currently at $5.25/MT) Stock finance (cost of funds) for the imported product (30 days at LIBOR + 5%) Interest charge on the subsidy receivables (60 days at 22% NIBOR rate) Tariff paid for use of facilities at the jetty by the marketers to move products to the storage depots (currently N0.80/litre) Storage Margin is for depot operations covering storage charges and other services rendered by the depot owners. The charge is currently N3.00/litre. Cost of imported products delivered into the jetty depots (1+2+3+4+5+6+7) N15.49 per liter, including:

  • Retailers' margin (N4.60 per litre)
  • Transporters' margins (N2.99 per litre)
  • Dealers' margin (N1.75 per litre)
  • Bridging Fund (plus Marine Transport Average) (N6.00 per litre)
  • Administrative charge (N0.15 per litre)

These include highway maintenance, government, import and fuel taxes (currently 0) Expected pump price of petroleum product at retail outlet (8+9+10)

0.75 0.53 110.17 12.09 122.27 15.49 137.76 103.94 9.48 113.42 15.49 128.91

Retail Price

87.00 50.00

PPMC Ex-Depot Price

50.76 78.49 HHK Component

58

slide-62
SLIDE 62

Appendix III

..the energy to inspire

Corporate Governance & Management

slide-63
SLIDE 63

60

HRM Oba M.A Gbadebo

Oba Gbadebo is the Alake (King) of Egba Land in Nigeria and a Non Executive Director of the Company. Prior to his coronation, He had a successful career in the Nigerian Army culminating in his appointment as the Principal Staff Officer to the Chief of Staff, Supreme Headquarters from January 1984 to September 1985. He was also awarded military honours such as the Forces Service Star and the Defence Service Medal.

Chairman

Omamofe Boyo is a Director of Oando Energy Resources as well as the Deputy Group Chief Executive of Oando plc. Before taking up this position, he doubled as the Executive Director, Marketing of Oando plc and CEO of Oando Supply & Trading. Between 2004 and 2006, he transformed Oando Supply & Trading into Africa’s largest private sector trading company.

Omamofe Boyo

Executive Director - Deputy Group Chief Executive

  • Mr. Mobolaji Olatunbosun Osunsanya has over 27 years

wide range experience in the Consulting, Finance, Oil and Gas industries. He was appointed as an Executive Director of the Company on 27 June 2007 and has been the Chief Executive Officer of Oando Gas and Power Limited since January 2004.

Mobolaji Osunsanya

Group Executive Director

  • Mr. Adeyemo was appointed as Group Executive Director on

30 July 2009 and as the Chief Financial Officer of the Company in October 2005. He has been a member of the Institute of Chartered Accountants of Nigeria for 13 years with over 23 years experience in banking, auditing, Strategy Consulting and now Oando.

Femi Adeyemo

Group Executive Director

Overview of the Oando Board

Wale Tinubu

Wale Tinubu has pioneered the execution of world-class initiatives in the region as an ethical business leader, entrepreneur and philanthropist. As well as being Chair and Director of Oando Energy Resources, he Co-founded Ocean & Oil Group in 1994 and has been the Group Chief Executive of Oando plc since 2001. In 2002, led the largest ever acquisition of a quoted Nigerian Company, Agip.

Executive Director - Group Chief Executive

slide-64
SLIDE 64

61

Chief Sena Anthony

Non-Executive Director

Chief Anthony was appointed as a Non-Executive Director

  • f the Company in January 2010. Prior to her appointment,

Chief Anthony worked with the Federal Ministry of Justice before joining the Nigerian National Petroleum Corporation (the “NNPC”) in 1978 and joined the Board of the NNPC after working for the NNPC for 31 continuous years.

Oghogho Akpata

Oghogho possesses 20 years of experience in the transactional and dispute resolution aspects of the Nigerian oil and gas sector and is listed among the leading energy and natural resources lawyers in Nigeria.

Non-Executive Director

  • Engr. Yusuf K.J N’jie

Non-Executive Director

  • Engr. Yusuf N’jie has over 30 years experience in the oil

and gas industry. He worked with Otis Engineering Corporation, SEDCO and Texaco Overseas (Nigeria) Petroleum Company Unlimited where he also served as a member of the Board of Directors and retired with over twenty-three years of service. He was also the Managing Director/Chief Executive Officer of Optimum Petroleum Development for nine years.

Ammuna Lawan Ali, OON

Non-Executive Director

Ammuna commenced her Civil Service career in 1977 as a Planning Officer in the Borno State Ministry of Lands and Survey, Maiduguri, where she rose to the position of Permanent Secretary. She served in various Ministries before retiring from service in December 2009.

Francesco Cuzzocrea

Non-Executive Director

  • Mr. Cuzzocrea is a Swiss National with over three decades’

experience in Private & Investment Banking, Finance and Portfolio Management. As a core professional, Mr. Cuzzocrea’s areas of expertise include – Private Banking, Portfolio & Asset Management and Advisory Services.

  • Dr. Tanimu Yakubu

Non-Executive Director

  • Dr. Tanimu Yakubu was appointed as a non-executive

director of Oando PLC effective June 30, 2015. Prior to his appointment, he held key positions in both the private and public sectors in Nigeria, the most notable being Chief Economic Adviser to the President, during which he also served as a member of the National Economic Management team from 2007 – 2010.

Overview of the Oando Board

slide-65
SLIDE 65

62

Overview of Oando Senior Management

Group Leadership

Omamofe Boyo Deputy Group Chief Executive CEO, Oando Energy Resources Bandele Badejo CEO, Oando Energy Services Bolaji Osunsanya CEO, Oando Gas & Power Yomi Awobokun CEO, Oando Downstream Group Chief Executive Ayo Ajose-Adeogun Chief Strategy Officer & CEO Terminals Femi Adeyemo Chief Finance Officer Ayotola Jagun Chief Compliance Officer & Company Secretary Ngozi Okonkwo Chief Legal Officer Ima Ofulue Chief Human Resources Officer Kayode Boladale Head, EHSSQ Jubril Adewale Tinubu Pade Durotoye

slide-66
SLIDE 66

63

Overview of Oando Senior Management

Omamofe Boyo is a Director of Oando Energy Resources as well as the Deputy Group Chief Executive of Oando plc. Before taking up this position, he doubled as the Executive Director, Marketing of Oando plc and CEO of Oando Supply & Trading. Between 2004 and 2006, he transformed Oando Supply & Trading into Africa’s largest private sector trading company.

Wale Tinubu Omamofe Boyo

Wale Tinubu has pioneered the execution of world-class initiatives in the region as an ethical business leader, entrepreneur and philanthropist. As well as being Chair and Director of Oando Energy Resources, he Co-founded Ocean & Oil Group in 1994 and has been the Group Chief Executive of Oando plc since 2001. In 2002, led the largest ever acquisition of a quoted Nigerian Company, Agip.

Pade Durotoye

Served as the CEO of OEPL from June 2010 until July 2012. Until 2010, Mr. Durotoye served as the Managing Director & CEO of Ocean and Oil Holdings Group. Prior to his work at Ocean and Oil, Mr. Durotoye spent more than 19 years with Schlumberger Oilfield Services where he held various management roles.

Bandele Badejo

Bandele Badejo is a multi-skilled professional with Over 26 years of international oilfield experience acquired during his career with Schlumberger and Transocean, the leading players in their respective sectors.

Bolaji Osunsanya

Mobolaji Olatunbosun Osunsanya has over 27 years wide range experience in the Consulting, Finance, Oil and Gas

  • industries. He was appointed as an Executive Director of

the Company on 27 June 2007 and has been the Chief Executive Officer of Oando Gas and Power Limited since January 2004.

Yomi Awobokun

Yomi Awobokun has an M.Sc in International Business (UK). Prior experience at Halifax Bank of Scotland and as Oando’s Group Project Manager, Executive Assistant to CEO, and Head of Investor Relations

Group Chief Executive, Oando PLC Deputy GCE, Oando PLC CEO, Oando Energy Resources CEO, Oando Energy Services CEO, Oando Gas & Power CEO, Oando Downstream

slide-67
SLIDE 67

64

Overview of Oando Senior Management

Past professional experience includes working at KPMG as Manager in the Tax, Regulatory & People Service Division and the Head of the Indirect Tax Practice.

Ayotola Jagun Ngozi Okonkwo

Over 18 years experience with Rotimi Williams & Co, Akzo Nobel, Sara Lee, UK Holdings , Price Waterhouse Coopers, and Citigroup Fund Services (Bermuda) Ltd, amongst others

Ima Ofulue

Over 14 years experience gained in Human Resource Management at Northwestern Mutual Financial Network, Halliburton and FMC Technologies.

Kayode Boladale

Over 11 years experience gained skills acquired as a senior project executive, operational strategy and change programmes within the oil and gas industry across Europe and the Middle East. Currently the head

  • f Operations & Integrity for Oando Energy Resources.

Ayo Ajose-Adeogun

Over 20 years experience in engineering design and commissioning, business strategy development and IT

  • management. He also served as a member of the

Corporate Development Team at Ocean and Oil Holdings

Femi Adeyemo

  • Mr. Adeyemo was appointed as Group Executive

Director on 30 July 2009 and as the Chief Financial Officer of the Company in October 2005. He has been a member of the Institute of Chartered Accountants of Nigeria for 13 years with over 23 years experience in banking, auditing, Strategy Consulting and now Oando.

Chief Strategy Officer Chief Financial Officer Group Company Secretary & Chief Compliance Officer Chief Legal Officer Chief Human Resource Officer Chief EHSSQ & Operations Integrity Officer

slide-68
SLIDE 68

65

Oando’s Core Values - TRIPP

All employees are required to work together as a team; assist fellow employees and stakeholders to meet their obligations Company and client information is used solely for the benefit of the company and its clients, and not for personal benefit. All employees are required to execute a confidentiality agreement on or before their first day of employment Avoid any conflict of interest scenario Suppliers and vendors are selected on the basis of ability to perform and not based on political affiliations or relationship with company staff Zeal to meet the highest standards of service and productivity Retention of business records and book-keeping Professional relationship with stakeholders Equal employment opportunities

Teamwork Respect Integrity Passion Professionalism

slide-69
SLIDE 69

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Overview of EHSSQ Policies and Track Record

Company requires its managers and supervisors, as well as all employees, to demonstrate a commitment to the EHSQ policies of the Company The commitment includes ensuring new employees and contractors receive appropriate induction to the EHSQ policies Company manages risk by ensuring that all new projects or modifications to existing facilities undergo hazard and operability studies (HAZOP), hazard identification (HAZID) and risk control measures Also routinely assesses the risks of its activities, products and services and develops action plans to eliminate or substitute impact on personnel, the environment and facilities Works to promote injury and incident-free operation throughout the organisation Company conducts periodic in-house inspections and sponsors third-party environment, health, safety and quality audits to evaluate the Company’s performance and compliance with applicable regulations, guidelines and best practices Company conducts studies to assess the impact of planned projects or activities on the environment, personnel, assets and stakeholders Such environmental evaluation studies are conducted periodically to evaluate the impact of the Company’s activities, products and services and opportunities for improvement Plan provides framework on which a single or multiple emergency situation can be simultaneously managed, while maintaining a disciplined command and control of events Regular drill exercises are conducted at all locations to assess the awareness and preparedness of responders and to test the adequacy and state of readiness of emergency response equipment.

Leadership, Commitment and Training Risk Management Health & Safety Operations Passion Professionalism

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Contact Details

takindele@oandoplc.com

Tokunboh Akindele

Head, Investor Relations

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